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About TBB


Establishment and Development
The forerunners of the Taiwan Business Bank were two private savings organizations, one established in Taipei in June of 1915 and the other in Tainan in July of the same year, following the traditional practice of forming cooperatives.
Following the restoration of Taiwan to the Republic of China on Oct. 25, 1945, these two organizations and two more savings cooperatives were taken over by the Taiwan Provincial Government and, on Sept. 1, 1946, were reorganized to form the Taiwan Mutual Financial Co., Ltd. On May 31, 1947 the Taiwan Mutual Financial Co. absorbed the Tokiwa Real Estate Co., Ltd., and reached an accumulated capitalization of $10 million former Taiwan dollars. On June 1, 1947 the name of the company was changed to the Taiwan Provincial Mutual Loans and Savings Co., Ltd. Then, because of the similarity of its business to that of a private cooperative, the name was changed again in January 1948, to the Taiwan Credit Cooperative and Savings Co., Ltd.
Following the promulgation of the revised Banking Law in 1975, the company was reorganized, on July 1, 1976, into the Medium Business Bank of Taiwan in line with the government's overall economic policy and the provisions of the revised law. It was the first specialized bank established by the government for the purpose of providing financing assistance and guidance to small and medium-sized enterprises.
To cope with the liberalized and internationalized financial environment,and to conform to the government's policy of privatizing state-owned enterprises,the TBB was transformed into a private bank on Jan.22,1998 and entered a brand-new age of operations. The Bank's domestic branch network covers the whole island , and also operates 9 global networks, including Hong Kong Branch in Hong Kong, Los Angeles Branch and New York Branch in the US, Sydney Branch and Brisbane Branch in Australia, Shanghai Branch and Wuhan Branch in China and Tokyo Branch in Japan, Yangon Representative Office in Myanmar.
Under existing foundations,the bank will endeavor to create new heights of business performance.The whole staff will unite to confront challenges,respond to economic movements with great confidence and swiftness with the aim to fulfill our future vision together and pay homage to our precedent staff.
  • Mergers and acquisitions carried out during the most recent fiscal year, and up to the time *of publication of the Annual Report: None
  • To be subordinate to specific Financial Holding Company: None
  • Transfer or exchange of large amounts of shares by directors, supervisors, and thers *whose shareholdings are required to be reported by the stipulations of Item 3, Article 25 *of the Banking Law: None
  • Change in operating rights: None
  • Other major items sufficient to influence shareholder rights, and their influence on the *Bank To observe the Measures to Facilitate Reduction of the Non- Performing Loan (NPL) *Ratios of Domestic Banks as promulgated by the government, and to bring the TBB's PL *ratio below 5% as quickly as possible, the Bank wrote off approximately NT$14.3 billion *worth of bad debt and sold about NT$13.1 billion worth of Non- performing loan (of which *NPLs accounted for around NT 11.1 billion and bad debt for about NT$2 billion) in *December of 2004. By the end of 2004 the NPL ratio had fallen to 4.73%.